1、SPECIAL ISSUEHBR CASE STUDYInto the FrayM. Ellen Peebles25 RESEARCH REPORTThe New Road to the TopPeter Cappelli and Monika Hamori35 PERSPECTIVESThe Best Advice I Ever GotDaisy Wademan46 Almost Ready:How Leaders Move UpDan Ciampa54 Overloaded Circuits:Why Smart PeopleUnderperformEdward M. Hallowell64
2、 Whats Your Story?Herminia Ibarra and Kent Lineback74 How to Play to Your StrengthsLaura Morgan Roberts et al.82 Do Your CommitmentsMatch Your Convictions?Donald N. Sulland Dominic Houlder92 BEST OF HBRManaging Your BossJohn J. Gabarroand John P. Kotter100 BEST OF HBRManaging OneselfPeter F. Drucker
3、 January 2005TLFeBOOKMONSTER KNEW BETTER.DELL KNEW HOW.PowerEdgeServers with Intel XeonProcessors canincrease performance and help improve your bottom line.Dell, the Dell logo, and PowerEdge are trademarks of Dell Inc. Intel, Intel logo, Intel Inside, Intel Inside logo, and Intel Xeon are trademarks
4、 or registered trademarks of Intel Corporation or itssubsidiaries in the United States and other countries. Oracle is a registered trademark of Oracle Corporation. Linux is a registered trademark of Linus Torvalds. 2004 Dell Inc. All rights reserved.TLFeBOOKWhen Monster, a leading global online recr
5、uitment site, needed to increase workload capacity without increasing cost, they wentwith Dell.Dell replaced a proprietary system with a Linux/Oracle solution running on industry-standard PowerEdge Serversand Intel Xeon Processors.Now, increased workload capacity, along with comprehensive management
6、 tools, allow Monsterto rapidly deploy new capabilities.And technology expenses are among the lowest in the industry, based on percentage of revenue.Would you like to increase workload capacity without increasing cost?Improve the performance and manageability of your business.Download Dells Guideboo
7、k to the Datacenter of the Futureat MORE PERFORMANCE AND VALUE. GET MORE OUT OF NOW.Click or call 1.800.695.7527TLFeBOOKALL HYBRIDS ARE NOTCREATED EQUAL.TLFeBOOKUnlike the competitions mild hybrids, which always require power from the gasolineengine, full hybrids like the new Ford Escape Hybrid ha
8、ve the ability to drive inelectric-only mode at certain speeds. That means fewer trips to the gas station.61% fewer smog-forming pollutants. 80% better fuel economy.* In fact, this SUV is themost fuel-efficient SUV out there. No, all hybrids are not created equal. On the roadto a better future, some
9、 are born to lead the way. F HYBRIDEarths First Full Hybrid SUV.*Improved fuel economy and emissions data compared to Escape gasoline engine. Escape Hybrid EPAestimated 36 city/31 hwy mpg, front-wheel drive. Your actual mileage will vary depending on your driving habits.TLFeBOOKCOVERART:HUGHKRETSCHM
10、ERFeaturesHBRJanuary 200546 Almost Ready: How Leaders Move UpDan CiampaOut of the many talented, hardworking CEO hope-fuls, only an elite few get and keep the top job.Heres what it takes to go from number two tonumber one.54 Overloaded Circuits: Why Smart PeopleUnderperformEdward M. HallowellWhen yo
11、ure overscheduled and overburdened, yourbrain cant work the way its supposed to. Apply a sim-ple set of strategies to help you and your company cure“attention decit trait,” a newly recognized phenome-non thats epidemic in todays workplace.64 Whats Your Story?Herminia Ibarra and Kent LinebackIf youre
12、 changing professional direction, narrative isthe way to give shape and meaning to the bare-bonesfacts of your career. With a well-told story, you can con-vince others and reassure yourself that your plansfor the future make sense.466474 How to Play to Your StrengthsLaura Morgan Roberts, Gretchen Sp
13、reitzer,Jane Dutton, Robert Quinn, Emily Heaphy,and Brianna BarkerMost executives focus on shoring up their weaknesses.But when you know and leverage your strengths, yourpersonal best has the power to get even better.82 Do Your Commitments Match Your82Convictions?Donald N. Sull and Dominic HoulderFo
14、r many of us, theres a gap between what we reallywant to do and what we actually do. And it often takessome sort of catastrophic event personal or profes-sional to prompt us to make a change. Heres a frame-work for analyzing your life preferences so you can actlong before crisis strikes.continued on
15、 page 654744 harvard business reviewTLFeBOOKFTo d a y s m e d i c i n e s f i n a n c e t o m o r r o w s m i r a c l e s.?Youve heard howmuch they cost.Do youknow howmuch they save?act is, money spent on prescription medicinesrepresents only about a dime out of every U.S.healthcare dollar. Yet, tha
16、t money can save much,much more in other healthcare expenses. Its thecost of disease itself doctor visits, tests, hospital stays,surgeries that takes up the lions share of the healthcarecosts. Take diabetes, for example. The average diabetic spendsabout $1,200/year on medicine. Untreated, diabetes c
17、ould costa leg. The average cost to amputate a leg is $32,300. Butthe real costs, of course, go beyond dollars and cents.The point is, an ounce of prescription preventioncan be worth a ton of healthcare.SMSources: CMS: National Healthcare Expenditures (2004); American Diabetes Association, “Economic
18、 Costs of Diabetes in the U.S. in 2002”, Diabetes Care 26(3); 917:32 (March 2003); HCUPnet,Healthcare Cost and Utilization Project. Agency for Healthcare Research and Quality (June 2003).TLFeBOOKe pa r t m e nDHBRt sJanuary 20058 FROM THE EDITOR 72 S T R AT E G I C H U M O RWhats in It for Me15You u
19、sually come to HBR for the latestthinking on leadership, strategy, man-agement, marketing, and so on. Thisissue offers you the latest thinking onyou and how to manage your way tosuccess.HBR CASE STUDYInto the FrayM. Ellen Peebles8 92 BEST OF HBRManaging Your BossJohn J. Gabarro and John P. KotterTo
20、many people, the phrase “managingyour boss” smacks of sycophantism. Butthats not it at all. When you take thetime to cultivate a productive workingrelationship by understanding yourbosss strengths and weaknesses, priori-ties, and work style everyone wins.An executive at an international bev-25erage
21、company learns a little some-thing about the political games peopleplay. Insiders and alliances and net-works oh my.RESEARCH REPORTThe New Road to the TopPeter Cappelli and Monika Hamori15 100 BEST OF HBRManaging OneselfPeter F. DruckerIts up to you not your company tocarve out your place, to know w
22、hento change course, and to keep yourselfengaged and productive during a worklife that may span some 50 years.Headed to the top? Take along thismap of the job terrain. It shows howcorporate attitudes and hierarchiesare shifting, how to determine yournext job move, and what experiencethe top brass is
23、 looking for.25111 LETTERS TO THE EDITORWhy have we yet to see the EuropeanBill Gates, the Asian Sam Walton, or theLatin American Jack Welch?35 PERSPECTIVESThe Best Advice I Ever GotDaisy WademanWhere does the best advice come fromand how does it help business leadersas they make their way to the co
24、rnerofce and then as they sit in it? Fromsnowy days to fortune cookies, the 92114120EXECUTIVE SUMMARIESPA N E L D I S C U S S I O NCondence TrickDon MoyerIn business, the trick may be torecognize your limitations but notaccept them.answers may surprise you.1006 harvard business reviewTLFeBOOKThe Pow
25、er of Ideas At WorkNow Available in Digital Format!“#$send me a 12 issue digital subscription ($118) to the.Click Here To Order Now!TLFeBOOKThe Power of Ideas At WorkNow Available in Digital Format!“#$send me a 12 issue digital subscription ($118) to the.Click Here To Order Now!TLFeBOOKTLFeBOOKROBER
26、TMEGANCKS MANAGING YOURSELF FROM THE EDITORWhats in It for Meix years ago, we publishedPeter Druckers article“ManagingOneself,”which argued that executivesought to apply their managerial skillsto their own lives, jobs, and careers.That article got us thinking. (Petersarticles always do.) Popular mag
27、azinesare full of self-help advice for life andwork. “Firm Your Bottom Line.” “ThinYour Files in 30 Days.” But there islittle solidly researched, deeply in-formed, demonstrably practical mate-rial to help busy managers take careof their professional lives. You come to HBR for smart writ-ing about le
28、adership, strategy, management, marketing,and so on. Should we help with self-management, too?In 2002, we published our rst article “A Survival Guidefor Leaders” in a new Managing Yourself department.Now we are publishing an entire issue on the topic. Wecreated this issue for two reasons. One, frank
29、ly, was to primethe pump: to force ourselves to think through what a Man-aging Yourself article should be, so we can bring you moreand better ones. The more important, second reason isto serve you. The team that put this issue together, ledby Executive Editor Sarah Cliffe, reasoned that we shoulddel
30、ve into three aspects of self-management: managingwork the job you have now; managing careers the arcof your working life; and managing the relationship be-tween work and the rest of life the connection betweenyour work, family, and other commitments. Thats the terri-tory, and the team has done a su
31、perb job of opening it up.Take, for example, Ned Hallowells “Overloaded Circuits:Why Smart People Underperform,” an important articleabout managing your job. Hallowell is a world-renowned ex-pert on attention decit disorder (ADD), a neurological mal-ady. Here he reveals, for the rst time anywhere, r
32、esearchshowing that the multitasking Babel of the modern work-place is driving perfectly normal people to behave in waysthat mimic ADD. The electronic anarchy literally causes thebrain to respond in unproductive or counterproductive ways.We also present research by Laura Morgan Roberts ofHarvard Bus
33、iness School and her team of researchers fromthe relatively young eld of positive organizational scholar-ship. The discipline grows from the same germ that ani-mates positive psychology: Most psychologists work withpeople who are, in some way, unhealthy; positive psy-chology examines sound mental he
34、alth and looks for les-8sons from it. If work is looked at fromthe perspective of good performance,“How to Play to Your Strengths” is thekind of revelation you get. After youread it, you will never give or receivea performance review the same way.Theres new research, too, in a trioof articles about
35、careers. In “The NewRoad to the Top,” Peter Cappelli ofWharton and Monika Hamori of Insti-tuto de Empresa describe the careerhistories of the top ten executives at100 big companies, comparing themwith the paths followed by a matched set of executives onegeneration ago. Their data explode myths and r
36、eveal sur-prising truths. In “Almost Ready: How Leaders Move Up,”executive consultant Dan Ciampa looks at the mysteriousprocess by which some executives come to be seen as “CEOmaterial”and how, from among them, one makes it to thetop. And nally, in “Whats Your Story?” Inseads HerminiaIbarra and cons
37、ultant Kent Lineback reveal a powerful tech-nique to help you manage big career transitions, such asa major promotion or a midlife job hunt.HBR readers know London Business Schools Don Sullfor his groundbreaking work on strategy, showing how com-panies make commitments (to assets, business models, a
38、ndso forth) that can either bolster or paralyze their ability tomake strategic moves. Now he joins forces with LondonBusiness School associate dean Dominic Houlder, a Bud-dhist teacher, to apply that framework to helping peoplebring their work and life back into balance. People usuallyrethink their
39、priorities after a crisis, like divorce or illness.In life as in strategy, its better to be ahead of the curve.In every HBR special issue, we reprint classic, timelessarticles. One is Druckers, which started us down this road.The other is “Managing Your Boss,” by John Gabarro andJohn Kotter. You wil
40、l not nd our usual Forethought sectionin this issue. Instead, were giving you what might be called“Hindsight.”We asked author Daisy Wademan to ask a half-dozen chief executives to recall the best advice they everreceived. That advice is both timeless and priceless.Thomas A. Stewartharvard business r
41、eviewTLFeBOOKTLFeBOOKeditorThomas A. StewartA CONFERENCE ON BUSINESS DESIGNdeputy editorKaren DillonTHE NEW COMPETITIVE WEAPONJanuary 28, 2005 Four Seasons Hotel TorontoReserve your seat at the Rotman Schools 15th annual business conference. Youll learnexecutive editorSarah Cliffeart directorKaren P
42、layerfirst-hand how being strategic about the design of services, products and processes willenhance your competitiveness from the most talented experts in their fields including:Meg Whitman, President and CEO, eBay Inc. andCorporate Director, Gap Inc. and The Procter write to The Editor, Harvard Bu
43、siness Review,60 Harvard Way, Boston, MA 02163; or sende-mail to hbr_editorialhbsp.harvard.edu.Unsolicited manuscripts will be returnedonly if accompanied by a self-addressedstamped envelope.editorial ofces60 Harvard Way, Boston, MA 02163617-783-7410; fax: 617-783-7493www.harvardbusinessonline.orgVo
44、lume 83, Number 1January 2005Printed in the U.S.A.TLFeBOOKMICHAEL E. PORTER AND ELIZABETH OLMSTED TEISBERGRedefining Competition in U.S. Health CareThis insightful new perspective on adding value through competitionis required reading for patients, doctors, hospitals, insurers,pharmaceutical compani
45、es, and corporate benefits providerseveryone who has a stake in the health of health care.Order the HealthCare CompetitionCollection Todayand Save $50.Included Are:Fixing Competition in U.S. Health CareA Harvard Business ReviewResearch ReportSee a free preview of the report at:http:/hcreport.hbr.org
46、BONUS: Includes the Harvard Business ReviewOnPoint article “Redefining Competition inSolving the Health Care Conundrum:A Conversation with Michael PorterA Harvard Business School PublishingVirtual Seminar on CD-ROMThe Solving the Health Care Conundrumvirtual seminar was produced in partthrough suppo
47、rt from Pfizer.Health Care.”Order today at http:/harvardbusinessonline.orgor call 800-668-6780.TLFeBOOKpublisherCathryn Cronin Cranstonmanager,marketing andoperationsbusinessdirectorEdward D. CrowleyMarisa Maurer direct marketingadvertisingproductionmanagerCatharine-MaryDonovanmanagerBruce W. Rhodes
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